Розвиток колективного лідерства в теорії мережевого управління у вищій освіті

Abstract

Стаття присвячена розгляду проблеми розвитку колективного лідерства в теорії мережевого управління у вищій освіті. З’ясовано сутність понять «лідерство», «дистрибутивне лідерство», «колективне лідерство», «мережеве управління». Проаналізовано інституційні підходи до лідерства. Визначено критерії відбору дистрибутивних лідерів. Окреслено переваги та проблеми дистрибутивного лідерства. Представлено нові пріоритети розвитку дистрибутивного лідерства в теорії мережевого управління у вищій освіті. Виявлено особливості розвитку дистрибутивного лідерства.

High quality teaching and research, the need for active interaction with business and public institutions require appropriate management, such as network management, based on the idea of transformational leadership. Among the new management model, which is especially significant in terms of networking of higher education institutions collective leadership is defined. The purpose of the article is to address the problem of collective leadership in the theory of network management in higher education. In modern Western educational literature there are several points of view to the interpretation of the concept of collective (distributive) leadership: 1) as a way of uniting and transforming it into a single professional community; 2) the qualitative dimension – a coordinated action as «permissible structuring effect on members, leading to coordinated action». The author has determined the following tasks of collective leadership: 1. The transfer of financial and administrative authority from head to all participants. 2. The division of responsibilities between all members. 3. Attracting new members of staff from other organizations in order to acquire new knowledge, skills and networking. 4. Organic division responsible positions between volunteers. Three conceptual aspects of distributive leadership, constituting its essence are defined: 1) distribution leadership is consistent effect of people working together, there is only a system of cooperation and create a situation in which the number and impact of joint actions is much greater than the sum of the individual; 2) distribution leadership assumes that the learning management involved more people than is usual in traditional management structures; 3) distributive leadership carries a variety of knowledge, experience and skill that enables development initiatives within the entire organization with its further development, adaptation and improvement in an atmosphere of support and trust. Much attention is drawn to the advantages and disadvantages of distributive leadership. The author has determined four advantages: 1) responsiveness; 2) transparency; 3) convenience; 4) teamwork. The disadvantages include: 1) fragmentation; 2) a lack of clarity of roles; 3) a slow decision-making; 4) differences in individual capacity. It is proved that collective leadership provides a new way of development - a parallel leadership that is a process where the teachers and leaders, their leaders participate in collective action that embodies a common goal.